INSTITUT NATIONAL DES TECHNIQUES ECONOMIQUES ET COMPTABLES
CONSERVATOIRE NATIONAL DES ARTS ET METIERS
En collaboration avec le Centre National d'Enseignement à Distance - Institut de Lyon
R1221-F4/4 CORRIGÉ DEVOIR 6 2008/2009 1
R8051-F4/4
Denis BOODHU
ANGLAIS APPLIQUÉ AUX AFFAIRES
I. Summary (5 points)
Idées principales :
– 2007 a été une année mouvementée pour le groupe Barclays et l’industrie des services financiers,
– malgré les problèmes sur les marchés financiers et la crise du crédit américain liée aux prêts
hypothécaires (les subprimes) qui a entamé la confiance dans le crédit global Barclays a enregistré
des bénéfices,
– grâce au portefeuille diversifié du groupe les actionnaires ont eu droit à une augmentation de 10 %
de leur dividende,
– les services bancaires d’investissement et de gestion ont augmenté leurs bénéfices ; le secteur de
Global Retail et Commercial Banking a progressé,
– la fusion avec ABN AMRO n’a pas abouti, conséquence d’une meilleure offre d’un consortium de
banques,
– deux nouveaux investisseurs, China Development Bank et Temasek, sont devenus actionnaires,
signe de leur foi en la forte perspective du groupe,
– redéfinition de la stratégie en faveur d’une durabilité d’entreprise qui vise la focalisation sur la
clientèle, le respect de la diversité, la préservation de l’environnement et une citoyenneté mondiale
responsable,
– des progrès importants réalisés dans les secteurs bancaires ; amélioration des comptes bancaires,
élargissement des services dans les pays émergents,
– avancées écologiques, réduction de carbone dans les sites au Royaume-Uni, lancement d’une carte
de crédit Barclaycard Breathe destinée aux commerçants soucieux de la protection de l’environne-
ment.
II. A business situation (5 points)
On-the-job training is given to employees in the workplace as they perform everyday work activities.
On-the-job training is based on the principle of learning by doing and includes demonstration and
explanation by a more experienced employee, supervisor, or manager; performance of tasks under
supervision; and the provision of appropriate feedback. Types of on-the-job training include coaching,
delegation, job rotation and participation in special projects.
It is the responsibility of supervisors and managers to utilize available resources to train, qualify, and
develop their employees. OJT will generally be the primary method used for broadening employee
skills and increasing productivity. It is particularly appropriate for developing proficiency skills
unique to an employee's job.
MINISTERE DE LA JEUNESSE, DE L’EDUCATION NATIONALE ET DE LA RECHERCHE
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Advantages of on-the-job training
– If the course has been designed by staff member it can be delivered to fit in with the employee's
regime and workload, so it does not affect productivity.
– Can work out extremely cost-effective as no hotel fees, trainer fees or extra equipment are incurred;
all is provided in-house and in work time.
– Depending on the course, employees are able to meet other employees perhaps from other branches
or departments they would not have normally met.
– As employees are familiar with the trainer and the environment they are being taught in, this would
help them to feel more relaxed.
– The person developing the course would be able to gauge the level of ability and content for the
course to be taught.
– The course would be more relevant and adapted to the needs of the company.
Disadvantages of on-the-job training
– Extra audio or visual aids (whiteboard, overhead projector, projector, video, etc.) might not be
available and so this would mean courses might be basic or substandard.
– As a member of staff may be delivering the course rather than an experienced trainer, the
employees might not take the course seriously.
– Employee rivalry and banter may mean that employees bypass the course and undervalue its
content as they think they know better or have better ways of doing it.
– Depending on the teaching skills of the employee training the members of staff, they might not be
able to gauge the existing abilities, knowledge, skill or need for training, and so employees
attending the course might already know what is being taught.
– If the need for training has not been accurately gauged this would result in the work space being
wasted where it could have been utilised more productively.
– If resources are limited, equipment available may be different from that used by the employees and
this would be counter-productive.
– Employees may feel devalued if they are sent on an internal training course to improve skills rather
than learn new ones and so courses have to be selected and promoted to the employees very
carefully and sensitively.
Off-the-job training
Off-the-job training involves employees taking training courses away from their place of work. This is
often also referred to as "formal training".
Off-the-job training courses might be run by the company’s training department or by external providers.
The main types of off-the-job training courses are:
– Day release, where the employee takes time off from normal working hours to attend a local
college or training centre.
– Distance learning / evening classes.
– Revision courses e.g. in the accountancy profession; student employees are given blocks of around
5-6 weeks off on pre-exam courses.
– Sandwich courses, where the employee spends a longer period of time at college e.g. six months
before returning to work.
– Sponsored courses in higher education.
– Self-study, computer-based training; an increasingly popular option, given that attendance at
external courses can involve heavy cost.
Advantages of off-the-job training
– Use of specialist trainers and accommodation.
– Employee can focus on the training and not be distracted by work.
– Opportunity to mix with employees from other businesses.
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Disadvantages of off-the-job training
– Employee needs to be motivated to learn.
– May not be directly relevant to the employee's job.
– Costs (transport, course fees, examination fees, materials, accommodation).
III. Business communication (5 points)
Expressions for the telephone dialogue:
– Good morning/afternoon, Sir/Madam. Barclays Bank, can/may I help you?
– Mr Jones speaking. Can you put me through to the customer department / Mrs Dupont/ extension
208.
– please hold on / hold the line / hang on.
– I am calling about a mistake in my last bank statement;
– I made a withdrawal on 3rd March for the sum of $500 from an ATM (automatic teller machine) in
New York.
– I accept to pay the bank charges and the commission for the transaction.
– I apologise for this mistake / inconvenience. Please accept my apologies.
– The amount debited will be credited to your account. The adjustment made will show up in next
month’s statement.
– Thank you for your cooperation. You’re welcome. Don’t mention it. My pleasure. Not at all. Have
a nice day.
IV. Writing an email (5 points)
RE : PAYMENT POSTPONED
To Accounts Department
Dear Sirs
Your invoice number RS 6743 dated 15 March for the sum of 12,655 euros is due for payment at the
end of this month.
Unfortunately a major fire broke out in our Despatch Department and destroyed a large part of a
valuable consignment due for delivery to a cash customer. Our claim is now with the insurance
company but it is unlikely to be met for another three or four weeks. Until then we are faced with a
difficult financial problem.
I am therefore asking for permission to defer payment of our invoice until the end of May.
As you are fully aware, my accounts with you have always been settled promptly, and it is with regret
that I am now forced to make such a request. I hope that you will find it possible to grant it.
I look forward to an early reply.
Yours faithfully
XXXX
Paul Newman
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